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The Client

RACI is the leading local Insurer of WA in Australia.

The Issue

RAC is a Member based organisation committed to enhancing and protecting the lives of Western Australians. Its insurance business faced a back drop of rapidly declining market share, the threat of increased competition, a succession of several departed CEO’s and a workforce who were disengaged and required to move its culture from one of compliance to one of pride, unity, proactivity and commerciality. Under a new Executive Team & CEO it was agreed a new culture needed to be pursued to grow market share and become the logical home and motor insurer in Western Australia

The Plan & Methodology

A Five-Year Roadmap was developed with the Executive Team Called “On the Move”. The plan was synthesized down to one page called Game Plan on a Page and had five core pillars

  • Implementation of an Achievement Culture committed to fulfilling customer and colleague commitments
  • Redesigning the claims experience to be efficient, customer intimate and easy
  • Aligning Brand Values and the Customer Lived Experience as being proudly Western Australian
  • Reducing the operating costs by becoming more efficient and streamlined in the way work was done
  • Being profitable and commercial in all day to day decision making

The methodology targeted and focused on building the Capability and Capacity of the Front-Line Leaders to develop and coach their teams through the above five strategic pillars. There was a relentless focus on cascading the Game Plan on a Page and 5 strategic pillars down into each area of the business By

  • Running a series of Good Practice Forums which included 100-day reviews
  • Adopting a set of behaviours which supported an Achievement Culture
  • Conducting Offsite Experiential Team Advances for all staff to help build familiarity with each other and allow the participants to practice, rehearse and apply the desired behaviours.
  • Building the Commercial Acumen, Coaching & Facilitation Skills of the Front-Line Leaders
  • Allowing teams to reimagine, renew and reinvent how they transact business to drive efficiencies
  • Developing an aggressive PR & Mark-Comms that used staff as being the deliverer of the message – not actors
  • Totally remodelling & realigning the reward, recognition, and communication systems to support and affirm the desired behaviours
  • Implement a disciplined weekly – monthly – quarterly and annual pulse to ensure effective use of time – prioritisation and performance indicators through the use of data, dashboards and reporting

The Outcomes

Staff turnover dramatically dropped, whilst team engagement and morale metrics greatly improved that helped deliver

  • Sustained year on year profits, premium growth (GWP) and cost reductions
  • Year on year growth in market share – despite a fivefold increase of new competitors onto the market
  • Growth in member satisfaction (NPS) and retention levels
  • Clear succession via the depth & talent in the next tier of managers and future leaders
  • Numerous Industry Awards for achievements in Marketing – Employee Engagement – Business Impact 
  • The adoption and implementation of a new claims system which greatly enhanced the customer experience and reduced the call volumes and call times

  • "David’s facilitation and leadership skills has delivered brilliant outcomes and feedback for us"

    - Hass Dellal – Australian Multicultural Foundation (AMF)
  • "David Stewart has guided us to build a truly high performing interdependent team culture, which has translated into significant growth in our business"

    - Andy Ambrose – A-Gas